Living Sales Excellence - Dennis Connelly's Blog

Having just returned from training over 60 sales leaders this past week in Central America, one of the subjects covered was recruiting and specifically how important on-boarding is to the success of new hires. Working with leaders (CEOs, General Managers, VPs, and other heads) from all seven Central American countries, there was consensus that one of the most important missing components to their current recruiting process was on-boarding and that they were struggling as a result. In fact, none of the executives thought that they had an adequate process to get new hires up to speed to collaborate with their managers and with each other with competence and full commitment. What they wanted was a plan that avoided unnecessary failures due to on-boarding mistakes. I will share with you now the key elements of that plan.

Part of the problem these executives face, and perhaps this sounds familiar, is that their managers tend to hire people when they are down a person, meaning that there is a territory left wide open and they need someone fast. They don't have personnel to cover the area in a manner consistent with the expected level of service and they are anxious to get someone in there right away to do the job and cover the void. In an emergency hiring situation, the manager is too stretched and justifiably too busy managing to sell the territory on an interim basis. If they try to cover it, often there are negative consequences in all the territories, not just the one they are covering.

When they finally hire someone, it's trial by fire. "Get out there and sell something." The managers are too busy to bring the new person up to speed and the salesperson is too busy putting out fires and coping with urgent time requests to stop and learn what they need to know about the company much less work on their selling skills. So they do the best they can. Those with a solid ability to learn quickly, or who have what we call a high Figure It Out Factor (FIOF) hang on with a tight enough grip to get through the first 6 months and those that don't, don't make it. This approach has problems, of course, as follows:

Top 5 Consequences of Poor Salesperson On-Boarding

New hires who need more time to learn the products and processes don't last.

Customers are underserved

New hires don't feel supported

Puts pressure on veteran salespeople to cover for mistakes and weaknesses

Devalues the sales organization

A well executed on-boarding program ensures that the market is covered with competent, trained salespeople. The primary strategy is to recruit ahead of your needs. Maintain a people pipeline. Always be recruiting. When you need someone fast, you already have candidates. Once the company embraces this strategy, recruiting becomes an expected competency of all sales managers. Yes, HR plays a significant role, but sales managers must interview and make the final call on sales candidates. This means the organization, in cooperation with HR, must be able to do the following:

Top 7 Recruiting Capabilities

Write a killer ad that attracts the best candidates

Assess candidates prior to meeting them (except when searching for candidates who aren't looking)

Use a candidate assessment tool that draws conclusions only within the context of sales (such as OMG)

Screen candidates in under five minutes

Conduct first interviews in less than 45 minutes that tell you everything you need to know

Offer candidates the position in such a way that they take it

Provide a comprehensive and complete plan for the first 90 days of on-boarding

On-boarding is complete when the following statements are true about new hires.

Top 10 On-Boarding Must-Have Outcomes

New hires are able to have an intelligent conversation with a prospect

They understand the full spectrum of product and service offerings

They know how products and services are delivered (and made, if applicable)

They know why people buy from them

They can differentiate themselves from the competition

They understand their value proposition

They can start a conversation properly with any prospect

They can position the products and services on the basis of the value proposition

They can lead a sales discussion toward finding a compelling reason to buy from them

The first 90 days of any on-boarding program are the most critical. The overall length of on-boarding depends on the complexity of the sale and how quickly (FIOF) the salesperson ramps up. If we master the 7 recruiting capabilities and the 10 on-boarding must haves described above, we never worry about scrambling to fill a void. We stay ahead of our hiring needs so we can bring people into the company the right way. As a result, whether you're from Central America, northern Europe or the mountains of Tennessee, your new hires value the job, appreciate the company, and are inspired to be their best.

Did you ever wonder why so few sales candidates who performed well at other companies, fail to become top performers at yours? Somewhat unique to the sales role, most other non-executive positions can be quantified sufficiently to make a prediction with some degree of confidence that the candidate will or will not perform in the role. They've done it before, for example. Or they can demonstrate their skills. Or their resume clearly shows that they have the exact experience required for the role. Sales, however, is another matter.

If the candidate's resume indicates that they sold over $50 million in business last year, it doesn't mean they can sell anything for you. I evaluated a sales team for a food manufacturer and most of the 75-member team sold between $500,000 and $2 million per year in business for the firm. However, one salesperson sold over $65 million. "That guy is our best salesperson," they confidently touted. His evaluation, however, put him somewhere near the bottom of the pack, so I asked what he did to sell that much business.

Superman, we'll call him, it turns out had one customer, a single retail chain. He never prospected, which was a good thing because, given his skill level, it would have given him ulcers. The customer, it turns out, was originally brought in by the company CEO and a couple of executives, well before Superman was hired. Since he didn't sell that deal, and he didn't prospect, and never closed a single new customer in his entire company tenure, he really never sold anything. It might seem obvious reading this, but to that organization, they had always assumed he could sell. He couldn't. The truth was he didn't need to. But rest assured his resume is going to say that he sold $65 million in sales last year. Woe to the hiring manager, looking for a hunter, who feels lucky when that resume comes across their desk.

Failure to account for why a sales candidate succeeds or fails leaves a company doomed to repeat the experience of the previous employer. Here are the major reasons given for why hiring managers might believe a candidate can do the job they need them to do:

How does your recruiting process compare with this list? How well do your skill sets support the best sales recruiting outcome? If you are not getting your desired outcome, start by reading one or more of our white papers on sales selection, found by clicking here.